Early 2021 yielded contemporaneous survey data across three key stakeholder groups: in-house law department operations professionals (LDOs), outside law-firm pricing and project management professionals (LPPMs), and legal IT professionals (LITPs).

When studied together, the results show unsurfaced service gaps that can impact the delivery to clients, a spotlight on the importance of operational excellence as a key driver of profitable delivery, and that the pandemic-driven adoption of innovative technologies – including cloud-based solutions and AI – is paving the path for firms looking to maintain long-term market leadership.

As we prepare for a new round of surveys, join our market experts to hear their reactions to last year’s data and how they anticipate changes and developments.

Matter reporting can be an exceptionally powerful tool to enhance relationships. A new report by the Blickstein Group and the Legal Value Network confirmed that both clients and law firms feel that communication between them could be improved. Hear from our diverse panel of speakers as they dive into the meaningful impact that matter reporting can have in creating better business outcomes.

Many of us have heard the saying “get the right people on the bus.” But is everyone in the right seat, and does everyone know where they are going? A team assembled without a proper task of responsibilities, and without a shared universal vision, may struggle to reach peak efficiency, even with technology and processes properly positioned to support the team.

Once a matter’s scope and budget are solidified, how can legal departments, law firms, and business partners build efficient and effective multidisciplinary teams who collectively work towards achieving defined outcomes and have a shared vision? Join us as our diverse panel of speakers walk through real-world client/firm encounters and provide insights into how your team can build effective cross-functional teams.

Despite the huge pressures placed on law firms in the last 18 months, most have remained flexible and resilient, which has, in many cases, resulted in strong profitability and growth. In the majority of cases, strong results have been down to firms increasing their focus on client communications, as well as making strict expense cuts from travel and entertainment to real estate overheads.

The question firms are now asking is – “how can profitability be sustained and even increased as we begin to return to “normal”? As staff move back into offices and expenses begin to creep up, profitability will once again rely on firm’s underlying processes and working practices.

Join BigHand’s Managing Director of Pricing and Profitability, Rob Stote, as he and a panel of legal pricing experts share insight and top tips across the areas of “People”, “Processes” and “Technology” to maintain and increasing profitability in 2021 and beyond.

Technology is the “easy” part of innovation—getting people to change mindsets and processes to drive true business transformation can be hard.  Our speakers will discuss the core components of change management, lessons learned on the ground in a law firm and a legal department, and best practices gleaned from years focusing on technology adoption in legal organizations.  Join our experienced panel as they discuss their adventures in change management!

Managing teams is both an art and a science.  In this one-hour panel session, you will learn from three business leaders who have been effectively managing teams for more than 30 years.  Topics will include the importance of creating a high-performance culture, how to hire the best members for your team, the advantage of having diversity in your team, and the importance of leading from the front.  The tactics covered in this session are universal and apply whether you are managing a 3-person team or 1000 employee organization.

People, process, and technology are all important components of project management in any industry, especially legal. Yes, processes must be developed and technology appropriately positioned to allow for efficient project management; but it is difficult to overstate the importance of an individual’s role in a robust LPM environment. This fact is becoming increasingly apparent based on the growing investment into project management positions for both law firms and clients alike.

Yet despite these investments into additional personnel by each party, both firms (65%) and law departments (64%) agree that an insufficient amount of communication and feedback is shared, according to a 2020 law department survey conducted by the Blickstein Group and the Legal Value Network.

As a matter’s scope evolves, how can legal departments, law firms, and business partners effectively manage scope, financial expectations, and resources, all while providing an appropriate level of communication, even when significant matter uncertainty exists?